【正文】 kgroundConsulting experienceWritten and oral skillsAnalytical skillsCreative thinkingManagement Consulting CapabilityConsultant’s role in . KearneySix key rules* must be followed by every good management consultantn Know what you’re doing!n Don’t act beyond your capabilitiesn Continually add value mensurate with your skill and client expectationsn Keep to the agreedupon project scopen Hold client information strictly confidentialn Be ethical at all times*Source: Andrew Thomas Kearney, founder of . KearneyConsultant’s role in . KearneyIn addition to “time”, experience and basic skills, the good consultant requires three disciplined core consulting capabilities n Proposal writing = selling the assignmentn Project management = conducting the assignmentn Report writing = the productConsultant’s role in . Kearney“Feel that I belong and am part of something good”?Reliable work of people?Appreciation of unique talents?Communicate ATK’s direction and strategy to all employees?Explaining how to get problems resolved?Respect employees by providing timely and intelligent information“Constantly grow, learn and develop”?Interesting mix of work?Good project experiences?Constructive feedback?Understanding the measurement process?Opportunities to develop ?Upward feedback initiatives “Be able to balance work and life”?Provide a more balanced quality of life?Tailor work requirements to individual needs?Services to help balance workand personal life 434U Vacation buyback program Parttime program Concierge services“Work hard 。 identified $52MM in IT runrate reductions? Restructured and consolidated IT anization to improve efficiency and effectiveness? Assisted with functional and operational requirements analysis, ERP program management, global ERP consolidation, and ERP global template design and integration? Assisted with global restructuring and consolidation of IT anizations and systems, to improve operational efficiency and effectiveness? Reinvented IT anization, processes, and infrastructure as part of postmerger integration with Bank of America? Aligned and streamlined business and IT processes and systems。s Meetings in Davos Switzerland as part of the World Economic Forums annual meeting— Publishes annual white papers on advanced topics of interest to food and beverage executives as part of the World Economic Forum proceedings? . Kearney participates with Grocery Manufacturers of America on several fronts— Facilitate ToptoTop meetings at the annual Greenbrier CEO Conference (1999, 2023)— Master of Ceremonies at the annual Information Systems, Logistics and Distribution conference (1997, 2023)— Facilitate key issues forums with executive members (Presidents meeting (2023), Board of Directors (1999,2023)World Economic ForumSelected Examples. Kearney as a strategic management consulting firm? Assessed Delphi Automotive in implementing a “value capture” program for all modules of SAP/R3, for 50 sites throughout Europe, identifying over $28MM in incremental savings? Aligned business and IT strategies with core processes, and leveraged existing ERP investments to derive additional business value。 other segments of the market developed later1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2023Development of the consulting market in PolandPrivatization consultingAudit and legal servicesIT consultingHigh value added consultingStart of the economic transformationOverview of management consultingThe development stages in Poland were significantly different than in Western Europe Source : . Kearney1998 20231994 19971990 1993Externaltrends? Start of economic transformation? Privatization of state own enterprises? Fast growth of the economy? Development of the free market institutions (. stock exchange)? Acquisitions by foreign investors? Consolidation of the economy? Increased petitive preasure? Acquisitions and post merger integrations? Big ticket privatizationsConsultants’valueproposition? Privatization? Financial valuation? Privatization/Due Dilligence? IT consulting? Restructuring? Efficiency improvement? Reanization/Reengineering? Strategy? IT consultingKey players ? Small Polish panies? Smaller foreign panies specialized in financial / privatization consulting? Big five? Specialized Polish panies? Big five? . Kearney? McKinsey? BCG, ...Key factors for success ? Relationships? Prices? Local knowledge? Quality standards? Value added? Global work? RelationshipMajor client group? State administration? Largest Polish stateowned enterprises? Foreign investors ? Foreign investors? Largest Polish, privately owned corporations Overview of management consultingThe consulting market in Poland is still significantly different than in other countries DifferencesDriversn Low sophistication of the market. Many potential clients do not recognize the need for consulting servicesn Brand names of global players not knownn Consulting fees relatively higher in relation to personal costs n Two groups of clients:? International panies entering Poland? Largest Polish panies of which many are state ownedn Local shortage of consulting and industry knowledge and experiencen Market dominated by financial a